Management Chapter 13: Motivating Employees
equity sensitivity
-a personality trait that explains different reactions to inequity -Equity sensitive individuals experience distress when they feel they are overrewarded or underrewarded and expect to maintain equitable relationships.
Responses to Inequity
Distort Perceptions Increase Referent's Inputs Reduce own input Increase own outcomes Change referent Leave the situation (quit) Seek legal action
ERG Theory
Existence, Relatedness, and Growth.
need for achievement
Those who have a high need for achievement have a strong need to be successful. A worker who derives great satisfaction from meeting deadlines, coming up with brilliant ideas, and planning his or her next career move may be high in need for achievement.
Job enrichment
a job redesign technique that allows workers more control over how they perform their own tasks, giving them more responsibility over their jobs.
referent
a person we compare our selves to in equity theory
Reinforcement Theory
behavior is a function of its consequences.
job specialization
breaking down tasks to their simplest components and assigning them to employees so that each person would perform few tasks in a repetitive manner
Hygiene factors
company policies, supervision, working conditions, salary, safety, and security on the job.
Job enlargement
expanding the tasks performed by employees to add more variety.
entitleds
expect to receive a lot without giving much in return.
SMART goals
specific, measurable, aggressive/achievable, realistic, and timely.
Interactional justice
the degree to which people are treated with respect, kindness, and dignity in interpersonal interactions.
Distributive justice
the degree to which the outputs received from the organization are fair. Two other types of fairness have been identified: procedural justice and interactional justice.
Task identity
the degree to which the person completes a piece of work from start to finish
Autonomy
the degree to which the person has the freedom to decide how to perform tasks.
Acquired Needs Theory
Douglas McClelland's acquired needs theory is the one that has received the greatest amount of support. According to this theory, individuals acquire three types of needs as a result of their life experiences. These needs are need for achievement, need for affiliation, and need for power. All individuals possess a combination of these needs.
Performance
Motivation x ability x environment
Organizational Behavior Modification (or OB Mod).
a systematic application of reinforcement theory to modify employee behaviors. The model consists of five stages
Expectancy Theory
argues that individual motivation to put forth more or less effort is determined by a rational calculation. [18] According to this theory, individuals ask themselves three questions.
Job crafting
changes employees make to their own job description—expanding certain elements that are a better fit to their own personality or reducing the scope of the job to achieve better work-life balance—all in the service of better meeting the employees' career and life goals
motivators
factors that are intrinsic to the job, such as achievement, recognition, interesting work, increased responsibilities, advancement, and growth opportunities.
benevolents
give without waiting to receive much in return
Ability
having the skills and knowledge required to perform the job—is also important and is sometimes the key determinant of effectiveness.
continuous schedule
if reinforcers follow all instances of positive behavior. example: of a continuous schedule would be giving an employee a sales commission every time he or she makes a sale.
Goal Setting Theory
improves performance between 10% and 25% or more
Equity Theory
individuals are motivated by a sense of fairness in their interactions. Moreover, our sense of fairness is a result of the social comparisons we make. Specifically, we compare our inputs and outputs with someone else's inputs and outputs. Person Referent Other outcome/inputs = outcome/inputs
Variable ratio
involves a random pattern, such as giving a sales bonus every time the manager is in a good mood.
job rotation
involves moving employees from job to job at regular intervals, thereby relieving the monotony and boredom typical in repetitive jobs.
Fixed ratio schedules
providing rewards every nth time the right behavior is demonstrated, - example: giving the employee a bonus for every 10th sale he or she makes.
Task significance
refers to whether the person's job substantially affects other people's work, health, or well-being.
Procedural justice
the degree to which fair decision-making procedures are used.
Feedback
the degree to which the person learns how effective he or she is at work.
Skill variety
the extent to which the job requires the person to use multiple high-level skills.
Stages of Organizational Modification (OB Mod)
1.identifying the behavior that will be modified. 2. measure the baseline level of absenteeism (using absenteeism as example of behavior desired to change) 3. the behavior's antecedents and consequences are determined. 4. an intervention is implemented 5. the behavior is measured periodically and maintained to not allow for relapse
Job Design
- is the primary influence over worker motivation - How a job is designed has a major impact on employee motivation, job satisfaction, commitment to organization, as well as absenteeism and turnover.
Structure/ 3 questions of expectancy theory
Expectancy x Instrumentality x Valence - Effort -Performance -Rewards 1). Will my effort 2.) Will performance 3.) Do I find lead to high lead to outcomes? outcomes performance? desirable?
Fixed interval schedules
providing a reward after a specified period of time, such as giving a sales bonus once a month regardless of how many sales have been made.
Motivation
the intention of achieving a goal, leading to goal-directed behavior
high need for affiliation
want to be liked and accepted by others. When given a choice, they prefer to interact with others and be with friends
need for power
want to influence others and control their environment. Need for power may be destructive of one's relationships if it takes the form of seeking and using power for one's own good and prestige.